Journal of Work and Organizational Psychology 31 (2015) 129134

Journal of Work and Organizational Psychology

www.elsevier.es/rpto

Investigating the effects of emotional intelligence on social-mental

factors of human resource productivity
Mohammad Hakkak, Amirhooshang Nazarpoori, Seyyed Najmeddin Mousavi, Masoud Ghodsi
Lorestan University, Khoram Abad, Iran

a r t i c l e

i n f o

Article history:
Received 4 June 2015
Accepted 5 June 2015
Available online 3 October 2015
Keywords:
Emotional intelligence
Social-mental factors
Human resource productivity

a b s t r a c t
This paper seeks to investigate the effects of emotional intelligence on social-mental factors of the human
resource. Research population includes employees of 2 areas of Mellat Bank in Tehran province; 248 out
of them were selected for data analysis. Bank employees are one of those kinds of people who have
much working time during relatively short duration and hence human resource productivity in bank
employees and especially Mellat Bank, as one of the most important banks in the country, is so vital.
A questionnaire was used for data collection. Dimensions of emotional intelligence come from BarOn model and social-mental factors of human resource productivity come from Tavari, Sokhkian, and
Mirnejad (2008). Variance-based SEM is used for analysing data. Results at 99 percent condence interval
show that emotional intelligence has a positive effect on social-mental factors of the human resource.
2015 Colegio Ocial de Psiclogos de Madrid. Published by Elsevier Espaa, S.L.U.
This is an open access article under the CC BY-NC-ND license
(http://creativecommons.org/licenses/by-nc-nd/4.0/).

La investigacin de los efectos de la inteligencia emocional en los factores

mentales de la productividad en recursos humanos
r e s u m e n
Palabras clave:
Inteligencia emocional
Factores sociomentales
Productividad del recurso humano

Este trabajo busca investigar los efectos de la inteligencia emocional en los factores sociomentales del
recurso humano. La poblacin de la investigacin incluye empleados de 2 reas del Mellat Bank, en
la provincia de Tehern, 248 de los cuales fueron elegidos para el anlisis de datos. Los empleados de
banca son un tipo de personas que trabajan mucho durante un tiempo relativamente corto, razn por
la cual la productividad del recurso humano de la banca, en especial del Mellat Bank, uno de los ms
importantes del pas, es tan vital. Se utiliz un cuestionario para la recogida de datos. Las dimensiones de
inteligencia emocional procede del modelo de Bar-On y los factores sociomentales de la productividad del
recurso humano proceden de Tavari, Sokhkian y Mirnejad (2008). El modelo de ecuaciones estructurales,
basado en la varianza se utiliza para el anlisis de datos. Los resultados, al nivel de conanza del 99%
muestran que la inteligencia emocional tiene un efecto positivo en los factores sociomentales del recurso
humano.
2015 Colegio Ocial de Psiclogos de Madrid. Publicado por Elsevier Espaa, S.L.U.
Este es un artculo Open Access bajo la licencia CC BY-NC-ND
(http://creativecommons.org/licenses/by-nc-nd/4.0/).

Nowadays, nobody doubts about the importance and gravity of

human force in organizations. While capital and machineries were
once considered as the main resources a producing or a service
business could have, human force and mainly those with high emotional capacity has now replaced them as the main resource. On the

Corresponding author.
E-mail address: masoud.ghodsi@gmail.com (M. Ghodsi).

other hand, there are varieties of factors that inuence organizational performance. Having these factors recognized and examined
is of great help in both the improvement of organizational activities
and the realization of organizational goals. Performance is one of
these factors. Todays, performance means competitive advantage.
As suggested by statistics, performance status in Iran is not promising and it has even followed a descending trend. Thereby, human
forces and their performance and efciency are of great importance. A comparison showed that performance of human force in

http://dx.doi.org/10.1016/j.rpto.2015.06.005
1576-5962/ 2015 Colegio Ocial de Psiclogos de Madrid. Published by Elsevier Espaa, S.L.U. This is an open access article under the CC BY-NC-ND license
(http://creativecommons.org/licenses/by-nc-nd/4.0/).

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M. Hakkak et al. / Journal of Work and Organizational Psychology 31 (2015) 129134

Iran has decreased about 25% in the last 10 to 20 years. During the
same period, other countries have improved their work forces performance so that performance in Hong Kong has increased about
40%, in Thailand 37%, in Taiwan 36%, in South Korea 36%, in Singapore 27%, in India 19%, and in Pakistan 14% (Aghagolzadeh, 2006).
Moreover, surveys regarding effective work hours have shown that
Iranian employees in public sectors effectively work for 22 min per
day. Additionally, estimates are that employees in the developed
countries work effectively 28 hrs out of 44 hrs work per week; this
gure in Iran is 11 hrs out of 44-49 hr work per week. Iran Parliament Research Center declared that the best-case scenario in
Iranis is 2 hrs of effective work per day, which is less than 11 hrs
of estimate per week. There are other statistics that show effective
working hours in Iran is 6-7 hrs, while this gure in Japan and South
Korea is 40-60 and 54-72 hrs. It is notable that these statistics are
too optimistic, as the more realistic estimates show that effective
working hours in Iran is 22 min per day. At any rate, this is not
to be ungrateful for all those working hardly in the public sector.
However, from a wider perspective, performance in public sector is
not satisfactory (www.eghtesadonline/farsi/content, 2012 [Tavari
et al., 2008]). Nowadays, the role of performance in improving general welfare is undeniable. All human activities will benet from
improvement of performance. Performance, as a general variable
in management, is comprised of several effective factors (Abtahi &
Kazemi, 2000). Variety and breadth of factors effective on performance may create ambiguity and puzzle organization authorities.
From a macro perspective and management point of view, performance means synergy of effectiveness and efciency. Effectiveness
refers to the extent to which the resources are used optimally and
efciency means the extent to which the goals are realized. From
many managers point of view, facing several factors is the reason for not trying to improve factors of performance, so that many
of them have acknowledged that they cannot solve the problem.
However, factors of performance can be categorized in managerial,
social-mental, cultural, individual, and environmental categories.
Among them, managerial, cultural, individual, and environmental factors can be controlled to some extent, while mental and
social factors (particularly the former) are hard to control. Therefore, these categories can be approached separately. On the other
hand, many studies have recommended that smarter individuals
tend to focus more on long-run development and performance. In
fact, the concept of intelligence as a behavioristic feature is of great
importance in the improvement of performance as it is an internal matter for every person. This is so important that employees
were asked in the past to forget their emotions at work and to follow wisdom rather than their heart. However, this was impossible
due to interactions between people and the role of emotions and
feelings in these interactions (Sobhaninejad & Yoozbashi, 2008).
Emotional intelligence refers to ones ability to detect and control ones and others emotions. Lam and Kirby (2002) argued that
emotional intelligence might improve performance of employees.
Many authors have argued that the role of emotional intelligence
of managers and the staff becomes clearer over time (Goleman,
2004). Therefore, studying emotional intelligence and its elements
and variables is of great importance in performance improvement.
The present study is an attempt to determine the effects of
emotional intelligence on social-mental factors of performance
of human force of Bank Mellat, Dist. 2, Tehran. The reason for adopting case study was extensive nancial transactions of the bank.
Theoretical Foundations
Performance
According to Japans Performance Center, performance is
dened as to maximize usage of physical resources, human forces,

and other elements in an scientic manner, which results in reduction of production costs, development of markets, increase in
employment opportunity, and improvement in general welfare.
The US Performance Institute denes performance as a tool to
convert expenditure to protability (Taheri, 1999). Europes Performance Institute denes performance as the extent and rate of
effective use of each and every element of production. The institute argues that performance is a thought and an attitude and
makes everyone work better and harder every day. Believing in
improvement of performance means to have strong faith in mans
progress. The term was rst introduced in the 18th century and
today it is considered as one of the main factors in management.
Adam Smith, the Scottish scholar, introduced performance at a
global scale in his book The Wealth of Nations. Performance literally
means both power production fertilizing; in Farsi it means being
useful and gaining prot (Aghagolzadeh, 2006). In general, performance refers to the extent to which a system is successful in using
its resources to meet its goals. There are several factors that are
effective in performance, which are generally categorized in four
groups: technology-based, material-based, employee-based, and
task-based. Based on this categorization, performance improvement is dened according to hardware factors, software factors,
and human factors. Among these factors, the last one is the most
important one in production and performance. Human-ware refers
to capability and motivation for working and covers sub-factors
such as education, motivation, spirit, attitude, and point of view
that cover issues such as human capabilities and behaviors (skill,
motivation, and enjoying work) (Aghdasi, 1996).
Intelligence
Intelligence is a harmonious problem solving behavior toward
facilitating realization of applied goals and harmonious growth.
Compatible behavior attenuates the goals that may lead to internal
controversy. This concept of intelligence is based on the statements that necessitate the process of stepping toward the goals,
adopting strategies to overcome obstacles, and solving the problem
(Emmons, 1999; Nasel, 2004; Sternberg, 1997).
Gardner dened intelligence as a set of abilities to solve problems and create new products that are considered valuable in a
specic culture. He recognized nine types of intelligence including verbal, musical, rational-mathematical, space, physical-motor,
individual (including inter/intra-personal intelligence), natural,
and ontological intelligence (capability to deal with ontological
questions) (Amram, 2005).
The Western approach to intelligence is cognitive and includes
information processing, while the combined Eastern approach to
intelligence covers different elements of performance and mans
experience, including cognition, intuition, and emotion in an integrated framework (Nasel, 2004).
In general, intelligence helps people to improve their harmony
with the environment and nd the ways to deal with problems and
issues. In addition to that, the ability to understand the problem,
bring in a solution for different problems in daily life, and nding
more effective solutions are characteristics of smart people.
Emotion
The term and its exact meaning was an area of debate among
psychologists and philosophers for over one century. According
to the Oxford Dictionary, intelligence is any stimulation and disturbance in brain, feeling, and love, any strong and exited mental
mode. The term is used to highlight a feeling, thought, and mental and biological mode regarding a specic range of interests that
makes the individual engage in an activity. Taking combinations,
variety, and nuance differences into account, there are hundreds of

M. Hakkak et al. / Journal of Work and Organizational Psychology 31 (2015) 129134

types of emotions. In fact, there are countless variant of emotions

without specic term (Yazdani & Riahi, 2010).
Emotional Intelligence
By introducing the concept of emotional intelligence psychologists have tried to make it clear that emotion and intelligent are
not two ends of one spectrum (Averill, 2007). To explain the weight
of emotion in mans evolution, social biologists argue that heart is
more important that brain. They further explain that in tough and
risky tasks, emotions are more important than being assigned to
brain. It is the emotion that leads man in dangerous situations,
loss of loved ones, persistence in reaching the goals despite several failures, creating love relations, and forming a family. Different
emotions prepare us for different tasks and lead us to a direction in
which man has proved to be successful for several times (Ostadi &
Zarehpour, 2009).
Emotional intelligence, according to Salovey and Mayers
(1997) skill-based model, is the ability to have correct perception
of emotions, employ the emotions to facilitate wisdom, understand
emotions, and manage emotions in oneself and others. Bar-On
(1997, as cited inSternberg, 2000) gave a much wider interpretation
of emotional intelligence. He introduced emotional intelligence as
non-cognitive abilities, knowledge, and merits that enable one to
adapt successfully to different life situations. Bar On recommended
ve elds of merits that can represent emotional intelligence capacities:
- Intra-personal skills, including emotional self-awareness, selfexpression, self-management, self-development, and independence.
- Inter-personal skills, that include relationships among people,
responsibility, social commitment, and unity.
- Adaptability: ability to solve problem, to be realistic, and to test
reality and exibility.
- Stress management: ability to stand stress and impulses.
- General mood: including optimism and happiness.
Wee Signer dened emotional intelligence as the intelligence
to employ emotion and feeling toward guiding behavior, thoughts,
and relationship with others, colleagues, supervisors, and clients
and also to spend time to improve the outcomes (Khaef Elahi
& Doustar, 2003). In another denition, emotional intelligence is
dened as detecting emotions and thoughts and expressing them
directly and exactly (Siarouchi, Forgas, & Mayer, 2004). Emotional
intelligence is ones awareness of his/her and others emotions and
the ability to recognize and control different emotions and feelings;
it also has to do with ability to express sympathy for others. Therefore, emotions come with evaluating positive and negative aspects
of a situation and bring in suitable solution in stressful situations.
Based on the general perception of emotional intelligence (Mayer,
Salovey, & Caruso, 2004), emotions are independent information
sources based on which intelligence functions.
Averill (2007) believed that people with strong emotional intelligence are able to comprehend the beliefs and rules that give
meaning to an emotion. They are also very good at evaluating the
situation and express their emotions skillfully. A response has more
chance to be effective and intelligent when it is according to cultural
beliefs and rules. Therefore, emotional intelligence is a convergent
element i.e., it converges to what is culturally acceptable. On the
other hand, a response or emotional event might diverge from generally accepted traditions and social codes and, in this case, we have
divergence in response. When such divergence includes sort of negative non-constructive response, it is neurotic and when it includes
positive outcome for one and others, it is a creative response even
if it does not t the norms and cultural codes.

131

Literature Review
Alkahtani (2013) surveyed the effects of emotional intelligence
on organizational performance of higher education bodies of the
Saudi Arabia and concluded that emotional intelligence has positive
and signicant effects on performance of the staff.
Sahdat and Sajjad (2011) conducted a comprehensive study in
Pakistan to evaluate and measure the effects of emotional intelligence on organizational performance and concluded that the
higher the emotional intelligence, the higher the performance of
the organization and vice versa.
A study by Sy, Tram, & OHara (2006) indicated that emotional
intelligence of an employee has a positive and signicant relationship with occupation performance and satisfaction.
Cherniss (2003) studied the effects of emotional intelligence
on organizational effectiveness and concluded that emotional
intelligence has positive and signicant effects on all aspects of
organizational effectiveness.
In the study determining the relationship between emotional
intelligence and work performance in a telecommunication center with 135 employees, Nel, van Dyk, Haasbroek, Schultz, Sono, &
Werner (2004) concluded that occupational performance increases
with the increase of emotional intelligence.
Jamshidi, Baherzadeh, and Nikoo (2011) studied employees
of the Bandar Abbas Customs Department to nd a relationship
between emotional intelligence and occupational performance.
They concluded that there was a very positive and signicant relationship between the two variables. They also found that there
was a signicant positive relationship between employees performance and emotional intelligence.
Hosseininasab and Ghaderi (2011) studied relationship between
cultural intelligence and performance of Shahd Schools principals located in West Azerbaijan (41 principals and 246 teachers).
They concluded that emotional intelligence with the aspects
meta-cognitive, cognitive, motivational, and behavioral had signicant and positive relationship with the performance of
principals.
Amiri, Moghimi, and Kazemi (2010) concluded in their study
that there was signicant relationship between the elements of
intelligence and cultural intelligence in particular and performance
of the employees.
Yazdani and Riahi (2010) surveyed the relationship between
emotional intelligence and performance of administrative employees of Shiraz Medical Science University and argued that there
was a direct and positive relationship between the two variables.
They also found that strongest dependency was between emotional
intelligence and performance of the participants, which highlights
the role of emotions and feelings in the improvement of employees
performance.
Based on the literature review, a conceptual model was proposed as shown in Figure 1 below.

Hypotheses
Main Hypothesis
Emotional intelligence affects mental social factors of human
force performance.

Secondary Hypotheses
Intrapersonal skills of emotional intelligence inuence mentalsocial factors of human force performance of employees of Tehranbased branches of Bank Mellat.

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M. Hakkak et al. / Journal of Work and Organizational Psychology 31 (2015) 129134

Emotional self-awareness

Good relationship between

manager and employees

dare
Self-respect
Self-development

Intraper
sonal
skills

Independence
Solidarity
Social responsiveness

Social-mental
factors of
performance
of human
force

Interpersonal
skills

Employees job
security
Friendly relationship
between employees

Occupational
satisfaction of
employees

Interpersonal relationships

Stress management
Impulse control

Stress
control

Emotional
intelligence

Flexibility
Problem solving

Adapt
ability

Reality measurement

Happiness

General
mood and
manner

Optimism
Figure 1. Conceptual model.

Interpersonal skills of emotional intelligence inuence mentalsocial factors of human force performance of employees of Tehranbased branches of Bank Mellat.
Stress management of emotional intelligence inuence mentalsocial factors of human force performance of employees of Tehranbased branches of Bank Mellat.
General mood of emotional intelligence inuence mental-social
factors of human force performance of employees of Tehran-based
branches of Bank Mellat.
Method
Regarding the purpose, the study is an applied work carried
out through eld study. The study population was comprised of
employees of Bank Mellat, Dist. 2, Tehran (58 branches with 700
employees). Using Morgans Table, 248 employees were selected,
taking the probability of unlled questionnaires into account;
260 questionnaires were distributed, 250 completed questionnaire
were collected, and 248 questionnaires were used for data gathering. District 2-Tehran was selected through cluster sampling and
the participants were selected through stratum-random method.
The variables were measured using the questionnaire and the
aspects of emotional intelligence were determined based on Bar
Ons model and the standard questionnaire. Regarding the elements
of performance, Tavari, Sokhkian, & Mirnejads (2008) model and
questionnaire designed by the researcher were used. Reliability of
the questionnaire was ascertained using Cronbachs alpha ( .7)
and composite reliability (CR .8). It is notable that CR is more reliable than Cronbachs alpha as it takes the weight of every statement
into account. To check validity of the questionnaire, it was sent to
experts and the average variance extracted ( .5) was obtained.

This coefcient was used to determine the role of devoted leadership in the success of a project. Acceptable range of this coefcient
for single structures (including the present study) is equal or higher
.33 and the coefcient less than .33 indicates little capability of the
independent structure for prediction. Factor analysis and structural
equation modeling (SEM) were used to analyze the data. The SEMs
used in this study were variance-based and solved through partial
least square (PLS). Difference between variance-based (PLS) and
covariance-based method (Lisrel) reside with the fact that the former has no specic distribution hypothesis and is more compatible
with whatever number of samples. In addition, it has fewer limitations, especially when we need to predict variables. In brief, this
method has many advantages over covariance-based method, since
the only advantage of the latter is its ability to examine two-way
relationships simultaneously. The method is featured with several
validity indices, which are suitable for composite structures, which
is not the case here. In addition, at = .05, t-value > 1.96 is assumed
signicant (Azar, 2012). In addition, factor loads of the structural
model were used to measure the weight of each element, so that
the element is more important when its value is closer to 1.

Data analysis
Figure 2 below shows standard and signicant outputs regarding the main hypothesis.
As drawn, path coefcient of emotional intelligence effects on
social-mental factors in human force performance is .88, which
is considerable. In addition, all factor weights are above .7 and,
thereby, the model is acceptable. Signicance outputs are illustrated in Fig. 3.

M. Hakkak et al. / Journal of Work and Organizational Psychology 31 (2015) 129134

133

0.887

Intrapersonal
Interpersonal

0.755

Stress control

0.934

Adaptability

0.913

General mood and manner

0.950

0.961

Good relationship

0.922

Employees job

0.955

Friendly relationship

0.959

Occupational satisfaction

AVE: 0.902
AVE: 0.793
R Square: 0.000

R Square: 0.789

0.888

Social-mental factors

Emotional intelligence

Figure 2. Standard output for main hypothesis.

57.350

Intrapersonal

125.353

Good relationship

18.045

Inter-personal

70.286

57.264

Employees job

88.470

Stress control

143.367

Friendly relationship

141.406

Occupational satisfaction

55.220

Adaptability

Emotional intelligence

Social-mental factors

147.189

General mood and manner

Figure 3. Signicance output as to t-value regarding the main hypothesis.

As shown, all the paths and factor loads are signicant and,
therefore, the main hypothesis is statistically supported at a level
of condence of 99%. Validity and reliability coefcients are listed
in Table 1.
As listed above, all the validity and reliability indices are conrmed. In addition, explanatory power of the model is conrmed.
Taking factor loads into account, effects of emotional intelligence
on social-mental factors of human force are conrmed. In addition, path coefcients, the signicance of the effect of each one of
the aspects of emotional intelligence on social-mental factors
of human force performance, are listed below.
Clearly, all the aspects of emotional intelligence have positive
and signicant effects on mental-social factors of human force.
Thereby, all the secondary hypotheses are supported at condence
level of 99% (see Table 2).

Table 1
Validity and reliability indices of the conceptual model.
Result

Obtained value

Acceptable
range

Index

Conrmed
Conrmed
Conrmed
Conrmed

0.79 0.90
0.95 0.97
0.93 0.96
0.79

0.5
0.7
0.7
0.33

Validity
Reliability
Reliability
Explanatory power

AVE
C.R.
Alpha
R-square

Table 2
The effects of emotional intelligence on mental-social factors of human force
performance.
Result

t-value

Conrmed
Conrmed
Conrmed
Conrmed
Conrmed

48.6
29.11
109.4
38.4
10.5

Path coefcient
0.89
0.73
0.92
0.84
0.58

Intrapersonal skills
Interpersonal skills
Resisting pressure
Adaptability
General mood

Conclusion and Recommendation

Taking into account the results of statistical analyses, it was
found that all aspects of emotional intelligence and the concept
emotional intelligence itself have positive and signicant effects
on social-mental factors of humans force performance. The results
are consistent with Alkahtani (2013), Sahdat & Sajjad (2011), Sy et
al. (2006), Cherniss (2003), Nel et al. (2004), Jamshidi et al. (2011),
Yazdani and Riahi (2010).
Thereby, the managers and authorities of Bank Mellat are recommended to value higher emotional intelligence in recruiting new
employees. In addition, by taking into account that people with
higher emotional intelligence have better perception regarding the
aspects of social-mental factors of human force performance (e.g.,
job satisfaction, good relationship, job security, and friendly environment), improvement of emotional intelligence through focusing
on the aspects of emotional intelligence and preparing the ground
for this is imperative.
Future studies may focus on other aspects of emotional intelligence model and performance of human force.

Conict of Interest
The authors of this article declare no conict of interest.

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